annual performance appraisal of clerical work 1

I. General provisions

This system is formulated to standardize the company's inspection and evaluation of employees.

2. Purpose of assessment

1. Cultivate a talented team with high quality, high level, high cohesion and team spirit in Tongfang, and form a talent management mechanism with assessment as the core orientation.

2. Evaluate employees' work performance in the past period of time in a timely and fair manner, affirm their achievements, find problems, and prepare for the next stage of work performance improvement.

3. It provides personnel information and decision-making basis for the formulation of the career development plan of the middle-level management and technical employees of Tongfang, the salary and treatment of employees (including the adjustment of the shareholding weight of employees) and related education and training.

4. Turn personnel assessment into a management process, and form a two-way communication platform between employees and the company in the same place to improve management efficiency.

III. Assessment principles

1. Based on the company's operating performance indicators and related management indicators for employees and the objective facts in employees' actual work;

2. Take the information, procedures and methods specified in the employee appraisal system as the operating criteria;

3. The core assessment concept is comprehensive, objective, fair, open and standardized.

IV. Applicable objects

This system is mainly designed for the functional department personnel of the headquarters of Tongfang Company and the professional and technical personnel of management at or above the vice-president level of the branch (the staff below the vice-president level of the branch will be assessed by the branch with reference to the form of the headquarters). Other personnel in the following conditions are not included in the assessment scope:

1. During the probation period, Employees who have not yet become regular employees

2. Those who have been on duty for less than six months continuously or have been suspended for more than six months before assessment

3. Part-time and special personnel

5. Schedule of all kinds of assessment time

assessment category assessment time review time assessment final time

mid-year assessment June 1st to 5th to 8th June 15th

annual assessment January 15th to 2th, January 21st to 23rd, January 25th

confirmation assessment is implemented according to the company's recruitment deployment system

promotion assessment is implemented according to the company's internal promotion system

Note: 1. Assessment time mainly refers to the time when the supervisors and subordinates of various business departments and functional departments discuss performance, performance improvement plans and new performance targets.

2. The personnel review time is mainly for the personnel decision-making committee to investigate and arbitrate the disputed assessment results and employee complaints.

3. The final assessment time is the time when the human resources department will summarize the assessment results and file the new performance targets.

4. The annual appraisal is the appraisal of the annual performance of all (formal) employees, and the mid-year appraisal is the appraisal of the two categories of personnel whose annual appraisal scores are "to be improved" and "to be improved urgently".

VI. Appraisal system

The appraisal system is that the direct supervisor evaluates the subordinates and the department head re-evaluates. The Human Resources Department has the functions of consultation, implementation supervision, complaint investigation and so on. The personnel decision-making committee (composed of the company's president, executive vice president, relevant vice presidents, general manager of human resources department and heads of relevant departments) is the final arbitration institution for the employee appraisal policy of Tongfang Company. See the following table for the specific authority:

initial evaluation of the appraisee (after self-evaluation by employees) summary department review

deputy general manager of the branch and general manager of related functions, and vice president in charge of human resources

general manager of the branch, vice president in charge of human resources of the branch

general manager of the branch, vice president in charge of human resources of the enterprise management department and finance department, and vice president in charge of human resources, President of the company

deputy general manager of the function, vice president in charge of human resources department

initial evaluation of the assessed object (after self-evaluation by employees) summary of department review

self-evaluation by employees of the general manager of the function, vice president in charge of human resources department

assessment of the following personnel by deputy general manager of the branch

personnel general manager of the branch at the department manager level, The general manager of related functions

the direct supervisor of department staff evaluates the company's personnel indirect supervisor for approval

the technical supervisor of technicians evaluates the company's personnel indirect supervisor for approval

Note: for the personnel below the level of deputy general manager of the branch, the employees first evaluate themselves, then the direct supervisor re-evaluates, and the employee indirect supervisor (two levels higher than the employees) finally approves and approves.

VII. Assessment Criteria

Personnel assessment cannot use uniform criteria to evaluate the incumbents in different positions, especially for high-tech enterprises like Tongfang. Tongfang's core concept in designing assessment standards is hierarchical and classified assessment, objective evaluation of the past and focus on the future. The company divides employees into three levels according to their business responsibilities, and the human resources department of the headquarters specially designs assessment standards and scales for middle-level and above cadres of the company; Secondly, according to the characteristics of Tongfang high-tech company, employees are divided into management and technical business, and the assessment standards and scales are specially designed.

The company's assessment criteria are mainly from three aspects: business performance, work attitude and employment potential. Employees in different departments have different weights for the assessment criteria. The details are as follows:

Proportion chart of all kinds of employees' assessment weights:

Assessment items, job categories, business management, functional management and technical categories

Performance assessment accounts for about 7%, 5% and 4%

Potential assessment accounts for about 15%, 3% and 3%

Attitude assessment accounts for about 15% and 3%

Total employee assessment score = performance score+. According to the nature of the work, the assessment forms are classified into three categories: business management and functional management, and each category is subdivided into supervisors and non-supervisors. The human resources department and relevant departments will study and design a unified form. The Human Resources Department has a general scoring reference table for the assessment indicators, and each department can adjust the assessment factors and points according to the actual situation of the department, but it is not allowed to adjust the assessment structure and factor assignment without consultation with the Human Resources Department.

2. The year-end assessment results are stored in the employee's personal files by the Human Resources Department, and no one can consult them except the personnel decision-making committee and the general manager of each department.

IX. Assessment and Evaluation

1. Rating of assessment results:

All types of assessment results are divided into five grades: excellent, excellent, moderate, to be improved and urgently needed to be improved. And make the following definitions:

the grade is excellent, excellent and medium, which needs to be improved urgently

the total assessment score is above 95 points, 85-95 points, 7-84 points, 5-69 points and below 5 points

2. Proportional control of assessment grades:

In order to reduce the subjective and psychological errors of assessment (halo effect, comparison effect, averaging, etc.), the assessment results are subject to ex-rights treatment. When reporting the assessment results to the Human Resources Department, According to the following proportions:

Excellent number: no more than 5% of the total staff of the department (branch)

Excellent number: no more than 15% of the total staff of the department (branch)

Moderate number: 65% of the total staff of the department (branch)

The number to be improved: about 1% of the total staff of the department (branch)

. 5% of the total number of employees

Note: those who are listed as excellent or in urgent need of improvement must also be provided with specific factual basis

X. Assessment procedures

General operating procedures of assessment:

1. Self-assessment of employees: according to the "Assessment Authority Table", employees select an appropriate assessment scale for self-assessment

2. Re-assessment by the direct supervisor: re-evaluation of employees' performance.

3. indirect supervisor recheck: the indirect supervisor (higher than the second level of the employee) evaluates the assessment results and finally confirms them.

Supplementary recommendation:

When there is a big gap between the number of points to be scored by the direct supervisor and the employee's self-evaluation score, or even across grades:

1. The direct supervisor should make the employee self-evaluate again in an objective principle

2. If the employee's self-evaluation score has not changed much, the direct supervisor can re-evaluate and explain the situation to the employee's indirect supervisor

3. When there is a grade difference between the employee's self-evaluation score and the direct supervisor's score. The recommending supervisor should interview the employee and complete the "Performance Interview Form"

When the employee's final assessment score is classified as "urgent improvement" or "excellent"

1. Recommend the employee supervisor to interview the employee and complete the "Performance Interview Form"

2. If necessary, attach specific facts as supplementary materials for the assessment results.

Xi. Assessment Complaint

1. Assessment Complaint is a special procedure designed to make the assessment system perfect and truly open, fair and reasonable in the assessment process.

2. After discussing the assessment data and results with the direct supervisor, if there is any objection, the subordinates can first lodge a complaint with the department head, who will coordinate; If the department heads still have objections after coordination, they can appeal to the personnel decision-making Committee, and the human resources department Commissioner will investigate and coordinate.

3. When assessing complaints, you must bring specific factual basis.

XII. Assessment and rewards and punishments

1. The company links the assessment results with the post allowance, and adjusts the post salary of employees according to their annual assessment results. The adjustment principles are as follows:

① Excellent employees: in principle, the post allowance is raised by one level

② Excellent employees: the post allowance is not adjusted, and when the opportunity is right, it can be promoted

③ Intermediate employees: the post allowance is not.

⑤ employees need to be improved urgently: the post allowance is lowered by one level, and it is listed as the mid-year assessment object.

2. Handling of employees whose annual assessment is "to be improved"

① The post allowance will not be adjusted temporarily, and will not be promoted before the mid-year assessment

② If the mid-year assessment is rated as "to be improved" again, the post allowance will be lowered by one level; if the grade is above "to be improved", the post allowance will not be adjusted, and it can also be promoted according to normal procedures.

③ if the mid-year assessment is rated as "to be improved" again and it is rated as "to be improved urgently" in the second annual assessment, the company will terminate the employment relationship with this employee.

3. Handling of employees whose annual assessment is in urgent need of improvement

① The post allowance of this employee will be lowered by one level after the annual assessment.

② at the same time, if the employment contract between the company and the employee expires before the mid-year assessment, the company will not employ the employee after the expiration of the employment contract. During this period, the employee's post allowance will be lowered by one level accordingly

③ If the employment contract between the company and the employee has not expired during the mid-year assessment, the employee will be assessed in the middle of the year, and if it is still rated as "to be improved" or "urgently needed to be improved", the company will terminate the employment relationship with the employee; If it is rated as "medium" or above, the company will continue to employ, but the post allowance will not be adjusted before the second annual assessment begins.

XIII. Supplementary Provisions

1. The right to interpret this system belongs to the Human Resources Department.

2. The final decision, amendment and abolition of this system belong to the personnel decision-making committee.

3. The effective time of this system is January 1th, 2xx. Annual performance appraisal of clerical work 2

1. Purpose of appraisal

1. As the basis for promotion, dismissal and post adjustment, it focuses on the assessment of potential, potential play and work performance.

2. As the basis for determining performance pay.

3, as a basis for potential development and education and training.

4. As the basis for adjusting personnel policies and incentives, promote communication between superiors and subordinates.

ii. assessment principles

1. employees formally employed by the company should be assessed, and the assessment requirements and priorities of employees at different levels are different.

2. The assessment is based on the company's various systems, the employee's job description and work objectives, and the assessment must be open, transparent, equal and equal.

3. The appraisal scheme should be operable, objective, reliable and fair, and personal likes and dislikes of appraisers should not be mixed.

4. Advocate the assessment results to meet with the assessed in different ways, so that they can sincerely understand and allow them to complain or explain.

III. Assessment materials and methods

1. Assessment of work tasks (monthly).

2. Comprehensive potential assessment (conducted quarterly by the assessment team).

3. Attendance, rewards and punishments (the administration department will perform the assessment according to the Internal Management Regulations of the Company).

Iv. Appraisers and evaluation indicators

1. Establish a company evaluation team to comprehensively evaluate and evaluate employees.

2. Self-appraisal, in which employees evaluate themselves and write personal summary.

3. Assessment indicators, employees' work plans, tasks, attendance and rewards and punishments in the Internal Management Regulations.

V. Feedback of assessment results

The performance appraisal should be conducted in person, telling the appraisee the advantages and disadvantages of the assessment results, and encouraging them to carry forward their advantages, correct their shortcomings and create new achievements.

VI. Description of employee performance appraisal

(1) Filling in procedures

1. Before the 2nd day of each month, employees shall prepare the work plan for the current month, which shall be submitted to the Administration Department after being reviewed by the department's direct superior;

2. The work performance appraisal form is distributed to the department by the Administration Department on the 28th of each month, which is filled in by myself and submitted to the Administration Department before the 2nd of the following month after being audited by the department's direct superior;

3. Work plan preparation is divided into five categories: daily work, five categories of stage work and other categories, and other categories are temporary tasks assigned by leaders;

4. The completion status of the work plan is divided into three grades: completed, in progress and not in progress (phased work). At the end of the month, I will score myself according to the actual options and score myself in the personal evaluation column;

5. Please explain the reasons in the column of planned completion status for items that have not been carried out or are in progress (phased work).

(II) Scoring Note

1. The total score of the work performance appraisal form is 9 points, 8 points for each of the five daily work categories account for 4 points, 1 points for each of the five stage work categories account for 5 points, and 8 points for each of the other categories. If the opinions and recommendations are adopted by the company, 1 points will be added; Among them, personal rating, functional department rating and direct superior rating account for 3%, 3% and 4% of work performance appraisal scores respectively. (If the personal score exceeds 9 points, the personal score will be invalid, and it will be calculated by subtracting 1 from the direct superior score; The score of functional departments is evaluated from two aspects: cost awareness and professional norms. Assessed by Finance Department and Administration Department respectively. )

2. The comprehensive performance appraisal is conducted quarterly by the appraisal team.